Shawn M. Galloway Speaking Topics

• Creating and Sustaining Safety Culture Excellence

  Organizations on the path towards excellence in any operational category must examine and plan to leverage their culture. Does the culture work with or against the plan? What will the culture support and what will it resist? Cultures are the most effective sustainability tool an organization has; it works hard to maintain the status quo. Or, if involved and leveraged effectively, it will develop ownership and reinforce the desired direction of change. Excellence in performance is only obtained through highly-functioning cultures. Cultures can be leveraged to obtain significant results, but only if there is a clear understanding of the starting point, the destination, and the overall executable strategy. Leadership must realize they are not only responsible for the culture of the organization, but also how it is managed, to drive breakthrough performance. Culture can be a barrier or an opportunity. How you look at it isn't necessarily the answer; how you manage it is. All organizations desire to achieve and maintain zero injuries and a culture of safety excellence, but how confident are they in their strategy to get there? Learn how best-performing organizations develop strategies to achieve the most effective sustainability mechanism in safety: a culture of excellence.

• Shaping the Future of Safety Excellence

  Much has been written about the need for safety to be integrated into business thinking for safety to become the way of business and a core value rather than priority. Not enough attention is placed on the need for business practices to be integrated into safety thinking. Safety is not simple. It is more than rule-following, common-sense and paying attention. Safety is influenced by culture, systems, leadership styles, history, economy, locations, etc. One of the most significant differentiators of successful organizations in safety is the way safety is strategically managed. For excellence in any operational category to be recognized, it is imperative employees make decisions and behave in alignment with the intended strategic direction. Safety is not a standalone strategy within a business; it must be an integral part of the overall operational plan. How clear is your strategic direction and how well can employees easily see the role safety plays within it? Without strategy, is the recognition of new safety results more than luck? Is the inability to improve because of the intervention or other influences? Everyone wants excellence in safety performance and safety culture, yet often forgets excellence is not just about results. Rather, it is the confidence and ability to articulate why great results were achieved and the knowledge of how to repeat and advance year after year.

• My Safety or Yours, I'd Rather Not Rely on Luck!

  Whether we realize it or not, every day we put ourselves in situations that could go horribly wrong. We all take calculated risks; some of us are just better calculators than others. At work and home, we end each day without an injury and consider it a safe day. How wrong we are. There are two ways to not get injured: consciously take the right precautions, or get lucky. For safety to truly become infused into company decisions, behavior and culture, it cannot be delegated nor managed by a corporate entity. Safety is not the sole responsibility of the employer; it is everyone's responsibility. Yes, that means you, too! If you disagree, I have some stories for you. Significant-event stories are shared in this heartwarming talk that not only inspire and motivate the audience, but also provide the thinking necessary to change behavior and increase personal accountability.

• Stop Trying to Create a Safety Culture – Evolve the One You Have!

  Safety culture has become the new catch phrase, program focus and desire of global executives. “We need a safety culture!” Safety culture is not new; stop trying to create it. Safety goals should not be focused on the creation of safety culture; rather, they should be focused on strategically improving the influential culture that already exists. Rather than questioning if you have a safety culture, ask, “Are we managing our safety culture, or being managed by it?” Based on the 2013 bestseller, STEPS to Safety Culture Excellence, coauthor Shawn M. Galloway will share practical steps hundreds of organizations have taken to achieve and sustain Safety Culture Excellence.

• Give Them Value & Get Out Of The Way!

  Leaders who view employees as the customers of safety programs constantly seek to provide them value. Those who view employees as the problem tend to micromanage and get in the way of their own progress. Truly inspired safety leaders market safety inside the company the same way they market their goods and services to external customers. They seek to determine their needs and meet them. They measure success by the amount of value added. They truly empower and engage their workers and then they stand aside and watch them create excellent performance. Great safety leaders are strategic thinkers. Their strategies center on adding needed value to the efforts of their workers. They never accept a practice as the best practice, because they know there is an even better one yet to be discovered. Their mindset is on a journey, not a destination, and they embody the principles of continuous improvement. Explore, through the power of stories and easy-to-implement models, how to become this kind of safety leader in this moving and memorable talk led by one of the most prolific contributors to the safety industry.

• Overcoming the Five Reasons For Undesired Performance

  Leaders set expectations and manage the influences on them, but some spend too much time managing displeasing results. No effective leader can truly expect perfect performance from every one of their direct reports one-hundred percent of the time. Those who have unrealistic expectations misunderstand human behavior and its influences, and likely create undesirable work environments. Managing, coaching or counseling undesired performance is an integral part of any leader’s responsibilities. How is this handled in your organization? A powerful five-part model will be shared along with case studies and proven tactics sure to increase the effectiveness of how attendees manage influences on desired and undesired performance within their organizations.

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